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The purpose of this paper is to increase the knowledge and understanding of organizational and supervisory support in the context of employee deviant workplace behavior (DWB) by examining the potential associations of employees’ cultural value orientations. This paper aims to: clarify DWB; review perceived organizational support (POS) and perceived supervisory support (PSS); discuss the meaning of employees’ cultural value orientations (individualism–collectivism, power distance and paternalism); use the fuzzy logic model to analyze relationships between DWB and POS, as well as PSS and employees’ cultural value orientations.

This research applies a fuzzy-set qualitative comparative analysis.

The results show the role of employee perceived organizational and supervisory support and cultural dimension (power distance and paternalism) configurations on employee DWB.

The main originality of this study is to further increase the understanding of organizational and supervisory support in the context of employee DWB by examining the potential associations of employees’ cultural value orientations. This study extends the previous research by providing evidence that organizational and supervisory support influences employees’ DWB.

The purpose of this paper is to explore hotel employees’ views on how human resource management (HRM) practices influence their turnover intentions.

The data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings.

The findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees’ turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes.

This study suggests that addressing employees’ needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees’ family members to take part in the organization’s activities and use its facilities are important practices that HR department can initiate to encourage employees’ engagement in hotels. Furthermore, the study shows that managers need to understand their employees’ perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied.

Although several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees’ views on the relationship between HRM practices and employee turnover intention using qualitative methods.

The present paper aims to examine the relationship between perceived organizational support (POS), perceived supervisory support (PSS) and turnover intentions. The paper also aims to investigate whether employee's individual cultural values regarding collectivism and individualism moderate the relationship between POS and turnover intentions.

Data were obtained utilizing survey from a sample of 304 full‐time employed adults working in insurance companies in Turkey. Employees completed regular survey that contained measures of the constructs of interest of this study.

Results revealed that employees who perceive high levels of PSS but report low levels of POS will also report high levels of turnover intentions compared to employees who perceive low PSS and low POS.

For increasing POS to be successful, managers must strive to find out the way to increase their social support, and then tailor support accordingly. Managers may benefit from considering cultural values during the support process. Furthermore organizations may develop different support policies for employees.

The study's findings add to the growing body of research concluding that supervisor‐related perceptions and attitudes can shape organization‐related perceptions and attitudes.

This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.

The present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.

The results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.

The results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.

This paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

The purpose of this paper is to explain the mediational mechanisms in the relationship of perceived supervisor support (PSS) with turnover intention (TI) and task performance (TP).

Data were collected through questionnaires from the academic staff of Pakistani universities. The theoretical model was tested using data collected from 304 respondents by using structural equation modeling technique. Mediation analysis was performed with 5,000 bootstraps samples.

The results revealed that PSS affected TI negatively through the mediation of self-efficacy. Conversely to this, PSS influenced TP positively through the mediation of self-efficacy. In addition, the results also showed the direct effect of PSS on employees’ TP.

The results of this study suggest that the supervisor must provide adequate support to the academic staff, which helps them to develop their self-efficacy. Self-efficacy is helpful for the employees to reduce their TI and to improve their TP.

This study is the first of its nature which explained the direct and indirect effects of PSS on TI and TP by using the framework of social learning theory and social exchange theory simultaneously.

The purpose of this paper is to validate, distinguish, and integrate the multiple mechanisms linking leader-member exchange (LMX) to employee work effort. Taking a multi-foci perspective, the authors propose that organization-based self-esteem (OBSE), supervisory support, and organizational identification each explain unique variance in the LMX-work effort relationship.

The data were collected using a two-wave survey among 184 employees from a wide variety of professions, industries, and organizations. Multiple mediation tests and path analysis were conducted to examine the hypotheses.

The results suggested that when entered simultaneously, OBSE, supervisory support, and organizational identification each explained unique variance in the relationship between LMX at Time 1 and work effort at Time 2.

The research shows that leaders stimulate employee work effort via multiple foci. The mediating mechanisms of these foci are distinct and unique. It implies that researchers need to take the multiple foci of leadership into account when studying LMX.

Previous studies generally treat LMX as a dyadic construct; the study is among the first to reveal the multiple foci in LMX. By simultaneously examining mechanisms of the individual-, dyad-, and collective-foci, the research substantiates the unique effect of the three mechanisms, and integrates theories in LMX research. Moreover, the research in the Chinese context further validates the effectiveness of LMX in non-western culture, and provides contextual implications.

To survive in this competitive era of modern business environment, organizations have to constantly develop, adapt and react to new challenges. Therefore, it is critical for organizations to create a sense of justice and involve their employees in business activities; thereby achieving the organization’s strategic goals. The purpose of this paper is to investigate the impact of organizational justice (OJ) on job turnover behavior of employees within the print media sector of Pakistan.

The study employs a quantitative methodology. It uses a sample of 402 employees from the newspaper industry to test hypotheses using regression analysis.

Results indicate that perceived distributive justice, procedural justice and informational justice have a negative relationship with turnover intentions of employees (as hypothesized) whereas; interpersonal justice did not result in a significant relationship.

The present study is one of the first within a Pakistani context in print media sector, aiming to examine the relationship of OJ (addressing all of its dimensions) and “intentions to leave the organization.”

In this chapter, the authors will examine turnover in Turkey. In the first section, the authors will briefly describe the legal, institutional, and cultural context with a particular emphasis on their implications for employment conditions and turnover in Turkey. In the second section, the authors will review the academic literature on turnover that originated from Turkey. The authors divide the reviewed studies into two groups: generalizability studies, which are primarily replications of the mainstream literature with no focus on any specific characteristics of Turkey, and contextual studies, which emphasized the role of the economic, legal, or cultural background in formulating or interpreting their research. In the final section, the authors will discuss the findings of the review vis-á-vis the mainstream literature as well as practical implications and conclude with potential future research directions in the Turkish context.